Information Structures in Stablecoin Markets

This paper employs a global game model to demonstrate how the interplay between public and private information, large sales, and collateral quality influences stablecoin depegging risks, revealing that greater private signal precision can paradoxically enhance stability in strong fundamental regimes and explaining the resilience of opaque stablecoins.

Brian Zhu

Published Mon, 09 Ma
📖 6 min read🧠 Deep dive

Imagine a Stablecoin is like a digital IOU that promises to always be worth exactly $1. To keep this promise, the company issuing the IOU (the "Issuer") keeps a vault of real assets (like cash, bonds, or gold) to back up every single IOU in circulation.

The big question this paper asks is: What makes people panic and rush to cash out their IOUs before the company runs out of money?

The author, Brian Zhu, uses a game theory model to explain that panic isn't just about whether the company is actually broke. It's also about what people know and what they think other people know.

Here is the breakdown using simple analogies:

1. The Two Ways a Stablecoin Can Crash

The paper identifies two main reasons a stablecoin might lose its $1 value (a "depeg"):

  • The "Bad Vault" Risk (Collateral Risk): The company actually is in trouble. Maybe they invested their reserves in a bank that collapsed (like Silicon Valley Bank) or the assets they hold are worth less than they said.
    • Analogy: You have a lemonade stand, but you secretly used your savings to buy a bucket of sand instead of lemons. If people find out, the stand is doomed.
  • The "Big Guy" Risk (Large Sale Risk): The company is actually fine, but a massive investor (a "whale") suddenly decides to sell all their coins at once. This creates a stampede. Even if the vault is full, the sudden rush to the door scares everyone else into running too.
    • Analogy: A huge truck pulls up to your lemonade stand and buys 1,000 cups instantly. The line gets long, and regular customers think, "Oh no, they must know something I don't! I better buy one before they run out!" even if you have plenty of lemons.

2. The Game of "Guessing What Others Think"

The paper uses a concept called a Global Game. Imagine a room full of people holding IOUs. They can't talk to each other, but they all get a private note (a signal) about how healthy the company is.

  • The Public Signal (The News): This is what everyone sees, like a public audit report.
  • The Private Signal (The Whisper): This is what each person figures out on their own, maybe based on their own research or rumors.

The author found some counter-intuitive results about how information affects panic:

A. When the Company is Strong (Good Fundamentals)

  • If everyone knows the truth (High Transparency): Panic is less likely. Everyone sees the vault is full, so they stay calm.
  • If everyone has slightly different private guesses (High Uncertainty): Panic is also less likely!
    • Why? If everyone has a slightly different opinion, they are less likely to all agree to run at the exact same time. It's like a crowd where everyone is looking in slightly different directions; they don't all trip over each other.
    • The "Opaque" Advantage: This explains why some "mysterious" stablecoins (like Tether) sometimes survive attacks that transparent ones might not. Because investors are confused and have different opinions, they don't coordinate a perfect "run."

B. When the Company is Weak (Bad Fundamentals)

  • If everyone knows the truth (High Transparency): Panic is more likely. Everyone sees the vault is empty, so they all run immediately.
  • If everyone has different private guesses (High Uncertainty): Panic is less likely!
    • Why? If the company is actually bad, but investors are confused and think "Maybe it's okay," they hesitate to run. They wait to see what others do. This hesitation can actually save the company temporarily, even if it's doomed.

3. The "Big Guy" Effect

The paper introduces a "Large Seller" (a big investor who sells for random reasons, not because they are trying to crash the coin).

  • The Result: The mere possibility of a big seller creates pressure. It makes regular investors more nervous.
  • The Analogy: Even if the bank is safe, if you see a giant moving truck pulling up to the bank, you might start running to the ATM just in case. The paper shows that this "Big Guy" makes the threshold for panic lower.

4. Real-World Examples from the Paper

The author connects this theory to real events:

  • USDC (Circle): Very transparent. When the news came out that their money was in a failing bank (SVB), everyone knew instantly, and they ran. Transparency made the "Bad Vault" risk very visible.
  • Tether (USDT): Less transparent. Because people are confused about exactly what they hold, they don't always coordinate a perfect run. This "confusion" sometimes acts as a shield against panic, even though it sounds risky.
  • TerraUSD (UST): This was a "self-referential" coin (backed by another crypto). It had high uncertainty but also very precise private signals among speculators. When a big seller started, everyone coordinated perfectly to run, leading to a total collapse.

5. What Does This Mean for Regulations? (The GENIUS Act)

The US recently passed laws (like the GENIUS Act) requiring stablecoins to be super transparent and hold only safe assets.

  • The Good: This stops companies from hiding bad assets.
  • The Trade-off: The paper suggests that by forcing perfect transparency, we might accidentally remove the "buffer" that confusion provides. If everyone knows the exact state of the vault, and a big seller shows up, the panic might be more synchronized and severe.
  • The Insight: Sometimes, a little bit of "fog" (information uncertainty) can actually stop a stampede by making people hesitate to coordinate their panic.

Summary

This paper argues that stability isn't just about having good assets; it's also about how people perceive those assets.

  • Too much clarity when things are bad = Instant panic.
  • Too much clarity when things are good = Great stability.
  • A little bit of confusion (different private opinions) can actually act as a shock absorber, preventing a coordinated panic attack, even if the company is technically strong.

The author suggests that regulators need to be careful: making everything perfectly clear might make the system more fragile to sudden, coordinated runs, rather than less.